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CHAPTER 2: HISTORY OF OD - Coggle Diagram
CHAPTER 2: HISTORY OF OD
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- Laboratory Training & T-Groups
Attendees and researchers discover that comments from an observer may teach individuals about their own conduct.
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The process of bringing social research practices to people and groups to develop theoretical and practical knowledge and contribute to change
First survey of 8,000 workers and managers on business and work environment
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A follow-up survey was conducted 2 years later. Some groups act on the findings, others do not.
3rd survey 2 years later. Participants who used the findings to make changes in their job, supervisors, and workplace report favorable improvements.
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Reacting to prevailing management practices and based on new research findings, MacGregor, Likert, Blake & Mouton, and Herzberg
- Quality and Employee
Involvement
Employees engaged in quality teams (inspired by Japanese management techniques increasingly being recognized in American firms)
Quality circles, ISO 9000, eventually Total
Quality Management and Six Sigma
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Culture: “the shared attitudes, values, beliefs, and customs of members of a social unit or organization”
In the 1980s, books and articles argue that the proper culture may boost productivity and profitability.
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Practitioners provide executives with vision, purpose, values, and strategic planning.
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OD becomes more strategic, connected to organization-wide concerns.
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- Organizational Effectiveness
and Employee Engagement
Some practitioners prefer the term OE over Organization Development, perhaps to emphasize the business outcomes emphasis.
Engagement replaces motivation, morale, and happiness.
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